Publications

Search results

• 📄

  Evidence-Based Reward Management

  Creating measurable business impact from your pay and reward practices

  Armstrong M, Brown D, Reilly P | Jun 2010 | Kogan Page

  Evidence-Based Reward Management presents an analysis of the current failure of organisations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences. By examining developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organisation. The authors present the tools and techniques that can be applied to practice evidence-based reward management, including a four-step model which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis.

• 

  Involving Children and Young People in Improving Local Healthcare Services

  An Impact Evaluation of the Engagement Product and Lesson Plan

  Robertson-Smith G, Martin R | Jun 2010 | NHS Institute for Innovation and Improvement

  As part of its ‘Delivering Quality and Value Programme’ on Children and Young People’s Emergency and Urgent Care, the NHS Institute for Innovation and Improvement designed two products - an engagement tool and a lesson plan - to promote the involvement of young people. This report is an evaluation of the prototype testing phase.

• 📄

  Learning and development: perspectives on the future

  Fairhurst P | Jun 2010 | Institute for Employment Studies

  In 2008 and 2009, in conjunction with Training Journal, the Institute for Employment Studies (IES) undertook a study exploring the future of learning and development through the use of scenario thinking. The work sought to address how the L&D community should be learning, and developing its own capability to serve the organisation better.

• 📄

  Crafting Futures: Appendices

  Hunt W, Ball L, Pollard E | May 2010 | Crafts Council

  This study explores the value of craft education to the economy through the experiences of craft graduates as they move from higher education into work.

• 

  Should I Stay, or Should I Go?

  Older employees' later life planning in a business context

  Strebler M, Baldwin S | May 2010 | Institute for Employment Studies

  Helping older employees plan their future is challenging at the best of times. In an economic downturn these challenges are even greater. This report explores case study research gathered from a broad range of organisations. We focussed on how - and whether - older employees proactively planned their future working life and retirement; what support their employer provided and what sort of conversations they were having and with whom.

• 

  The Brighton Factor Revisited

  Does it work and is it important?

  Pollard E, Hunt W, Sumption F, Cowling M, Millmore B | May 2010 | Institute for Employment Studies

  This second stage of the Brighton Factor research explored whether University of Sussex graduates’ expectations were met, how early careers developed in the local labour market, the factors that helped and hindered careers, and whether the city of Brighton and Hove continued to influence their decisions about where to live and work.

• 

  Crafting Futures

  A study of the early careers of crafts graduates from UK higher education institutions

  Hunt W, Ball L, Pollard E | May 2010 | Crafts Council

  This study explored the value of craft education to the economy through the experiences of craft graduates as they moved from higher education into work. The timing of the research, during the economic downturn, offered unique insights into the impact of recession on their working lives and the strategies they employed to continue to work towards their goals.

• 📄

  Setting up HR shared services in local government

  Reilly P | May 2010 | IDeA

  Through combining dispersed human resources' (HR) administrative activities, shared services can deliver cost and quality benefits for councils. This guide examines some of the key issues councils should consider when introducing HR shared services. It presents possible options, offers the big questions to ask – for councillors and senior managers – and provides some practical suggestions on where to start.

• 📄

  Anticipating and Managing Restructuring: Ireland

  Broughton A | May 2010 | International Labour Organization

  This national background paper examines restructuring developments in Ireland. It gives an overview of the general economic and labour market context of the country, in particular against the background of the economic crisis. The report includes data on redundancies, and the challenges that the rising level of redundancies pose, especially in sectors such as construction, which has been particularly hard hit by the recent recession.

• 

  Leading and Managing in Recession: same or different skills?

  Cox A, Fairhurst P, Hadjivassiliou K, Hirsh W, Jones K, Pullen C, Reid B, Tamkin P, Walker E | May 2010 | Learning and Skills Improvement Service

  In March 2010, the Learning and Skills Improvement Service (LSIS) set out to investigate future leadership and management and skills needs during recession, and implications for its learning and development provision. The research was conducted by the Institute for Employment Studies in partnership with the Learning and Skills Network and The Work Foundation.